A review of methods of establishing standards and evaluating employees in company libraries, in light of behavioral science's contributions to personnel management. They emphasize human understanding, responsibility of management to worker, and fluid organizational structure. In this human relations approach, the hitherto standard methods, work measurement and job description, are unsatisfactory, the first because of its assembly-line quantitativeness and the second because it may be rigid and inhibiting. The method more consistent with human values and modern work flow is "management by objectives" and "performance appraisal by results." In a library, this means that the manager communicates to the employees plans, policies, and objectives for the library and for the individual. It might follow this pattern: (1) Supervisor and subordinate discuss the employee's job and responsibilities. (2) Supervisor asks the employee--and he agrees--to accomplish certain objectives within a certain period of time. (3) At the end of that period, they meet to discuss results in light of original objectives. They set new objectives. This plan aims at enriching the employee's job and eliciting his understanding of and commitment to library objectives. 16 pp.
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